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Unit 1: General information
GoalsClick to read 
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Learn how to get employees involved to participate in an employee survey
Learn what types of surveys exist as well as when to use different types
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Learn how to perform a employee survey
Learn what questions you should use when performing an employee survey
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ContentsClick to read
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Unit 1 - A
General Information on employee surveys
Unit 2 - B
Employee survey do’s and dont’s
Unit 3 - C
Types of employee surveys
Unit 4 - D
Sample questions that can be used in an employee survey.
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Unit 2: General Information on employee surveys
Employee engagementClick to read
A lack of employee engagement causes more absenteeism, higher employee turnover and inhibits innovation. It is therefore worthwhile to keep an eye on employee engagement and improve it. In this guide, you will learn how valuable feedback can be achieved through exciting case studies. We will show you how to properly design, implement and evaluate an employee survey.
How do I increase employee engagement in my company?Click to read
The key to more motivation and identification is sustainable employee surveys and the corresponding derivation of measures: Regularly ask your employees for feedback and let it flow into your decisions. The result: your employees experience transparency and have the opportunity to participate. From the results of the survey, you in turn gain valuable insights on the basis of which you can act.
How do I create an employee survey?Click to read
The content of an employee survey is an individual matter. Depending on the objective, you place different emphases on different topics: For example, if you want to improve health management in the company, the focus of the questions will depend on this topic. Define a clear goal before you design the employee survey. It makes the most sense to use special software for the employee survey.
Employee survey advantagesClick to read
The most important advantages of employee surveys at a glance:
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Better decisions:
Those who are well informed make more qualified decisions. With insights from your workforce, you create the best foundation for this.
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Better communication:
If you ask, you get an answer. Anonymous surveys make it easier for employees to express their opinions. They have the chance to respond quickly.
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More trust and approval:
Your employees notice that they are participating in the changes in the company - this increases the acceptance of the measures.
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| If you take advantage of these benefits and act accordingly, you will have more engaged employees who are more willing to perform, more loyal and more motivated. |
Engagement and commitment are important issuesClick to read
Among the key success factors for companies are employee engagement and commitment, which is why these are important topics in an employee survey. They go far beyond mere employee satisfaction, which provides little benefit to the company. Employees with a high level of commitment perform better than average and have increased productivity. A high level of commitment ensures less employee absenteeism and lower turnover in the company.
Unit 3: Employee survey do’s and dont’s
Set clear goals for the employee surveyClick to read
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Before you create a questionnaire and conduct the employee survey, you should be aware of the goals you want to achieve - try to formulate the goals as concretely as possible. Because only if you know exactly what you want to achieve can you later determine whether the measures were successful.
Always keep in mind that the employee survey is only a means to an end: You will achieve your goals through measures that you derive from the survey results.
This is what concrete goals could look like - but note that you need comparative values from previous surveys or external industry benchmarks to be able to measure success at all:
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Employee satisfaction and motivation should improve by an average of three points on the scale within twelve months.
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Staff turnover is to be reduced by five per cent in the coming calendar year.
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The average number of days of absence per employee and year should be reduced by three days within twelve months.
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Satisfaction with direct supervisors is to increase by two points on the scale in the next twelve months.
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The most important dos and don'ts of an employee surveyClick to read
If you follow a few simple rules when designing and conducting the survey and compiling the questionnaire, you will improve the participation rate and get higher quality results - and thus increase the success of the employee survey.
Don'ts: Avoid these mistakes in employee surveys
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The questionnaire is too long: Try to find a middle ground and make the employee survey as long as necessary and as short as possible. Each question should contribute to your goal - if it does not, you can delete it.
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There are no answer options: If answer options are given, there should always be a neutral option such as "I don't know" - this way you prevent opinions being expressed where there are none and thus distorting the results.
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You formulate complicated questions in complex language: Avoid questions that consist of partial questions, foreign words, double negatives and nested sentences. Clear language minimises misunderstandings.
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You ask suggestive questions: With phrases like "Do you agree that ..." you push the participant in a certain direction and distort the result.
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The staff survey is not followed by action: Surveys are the tool for improvement - and when you conduct surveys, you signal to your staff that the will to improve is there. If you let the results gather dust in a drawer without taking action, this will lead to frustrated and demotivated employees.
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Do’s: Follow these tips
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Put anonymity and data protection first: Employees must be absolutely sure that their answers are collected anonymously. Otherwise, the results will not be as meaningful because the answers are most likely not honest. Involve your data protection officer in the issue of employee surveys.
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Emphasise that participation is voluntary: employees must not be forced to take part, as subjective assessments and evaluations are being asked for.
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Inform your employees comprehensively and at an early stage: Lack of transparency promotes uncertainty and mistrust. Communicate through the various channels in the company that an employee survey is coming up, when the implementation phase is planned and how long it will last, what goals are being pursued and so on.
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Involve the works council: If the works council supports the survey, the trust of the employees grows and so does the response rate of the questionnaires as well as the quality of the results.
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Choose the time of the employee survey carefully: During the holiday or flu season, when many employees are absent, the participation rate will naturally be low.
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Communicate successes: If positive changes take place, communicate this to your team. This promotes trust among your employees and they realise that they are being heard and that it is worthwhile to participate in the surveys.
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Unit 4: Types of employee surveys
What types of employee survey are there?Click to read
First, employee surveys can be divided into four different categories depending on how often and when they take place:
ü Scheduled surveys
ü Process and event based surveys
ü Individually initiated surveys (on-demand)
ü Surveys possible at any time as an open channel for all (always on)
There are also different types of employee surveys, which in turn can take place at different intervals and on different occasions - here is an overview of the most important ones:
ü 360-degree survey
In the 360-degree survey or executive feedback, employees, superiors and, if applicable, customers are asked about the work of an executive. In addition, the manager gives an assessment of his or her own leadership behaviour. This enables a comprehensive comparison between external and self-assessment.
ü Company-wide employee survey
The company-wide employee survey provides information about the climate in the organisation. It is the basis for fundamental strategic corporate decisions.
ü Pulse survey
Regular pulse surveys ideally take place at intervals of three to six months or more frequently and enable monitoring of the success of measures already initiated on the basis of surveys. Pulse checks are a valuable instrument for successful corporate management and control.
ü Onboarding survey
Onboarding-Befragungen geben Aufschluss darüber, wie die Einarbeitungsphase für neue Mitarbeitende verläuft. Das Feedback ermöglicht den Feinschliff des Onboarding-Prozesses und deckt mögliche Fehlentwicklungen auf.
ü Exit survey
Exit surveys provide information on the reasons why employees leave. You gain valuable insights that can help you reduce the turnover rate in your company.
ü Topic-centred survey
Topic-centred surveys focus on a specific topic area, such as internal customer service or specific problem areas.
ü Risk assessment/health survey
A risk assessment or health survey is an instrument for assessing health risks, stress and strain in the workplace. Risk factors can be identified and minimised at an early stage.
The employee survey is completed - what now?Click to read
A company-wide employee survey comprises the preparation and implementation process as well as the follow-up process. These two phases are in turn divided into different sections. First, the conception and optimisation process takes place during preparation and implementation, which takes about five to six months. The subsequent, actual employee survey should take about three to four weeks. Once this has been completed, the evaluation of the survey and the preparation of the results report begins. This is followed by the presentation of the results to the managing directors and committees as well as the first notification of the employees.
Then the follow-up process begins, the aim of which is to implement appropriate measures that appear to be useful and necessary as a result of the employee survey. First, all managers should be informed about the upcoming process. In a workshop, the results of the employee survey are discussed and appropriate measures are agreed upon. Now the implementation of the measures can be carried out - ideally this process, including the evaluation of new findings and best practices, is completed and communicated throughout the company before the circle is closed and the next employee survey goes into conception.
It is particularly important that the follow-up processes of an employee survey are consistently driven forward. Otherwise, this can lead to frustration and demotivation of employees who have developed expectations in the course of the survey. A reduction in productivity can be the result. Furthermore, the willingness to participate in surveys and other participation tools in the future decreases. Use the valuable results of employee surveys to initiate positive changes.
Unit 5: Sample questions for the employee survey
Sample questions for the employee survey Click to read
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Related to the individual
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Related to the company/employer
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Satisfaction and Motivation
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•I am satisfied with the planning of my work/tasks.
•The timely completion of my work/tasks motivates me.
•I motivate others through my behaviour in everyday work.
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•I am satisfied with the work of the management.
•The goals set by the management motivate me.
•I am satisfied with my pay.
•The pay for my work motivates me.
•Overall, I am satisfied with the company as an employer.
•Overall, I am satisfied with the communication in my company.
•The benefits in the company are good.
•I am satisfied with the food offered (canteen).
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Strategy and goals
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•I agree that we need to focus on short-term financial goals.
•The staff meetings that take place on a regular basis give me a good overview of the current issues of the company.
•I know what the company/product/brand stands for.
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•Decisions of the management affect me concretely.
•I know the corporate strategy.
•I am satisfied with the long-term corporate strategy.
•I experience that we work together as partners within the company in the interest of the group's success.
•I am convinced that the orientation will enable the company to hold its own in the market in the long term.
•I can say that I know the importance of the individual values of the company.
•I believe that the company is on the right track to further improve its economic situation.
•I know the long-term goals of my company.
•I can explain the company's strategy to others.
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Customer orientation
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•I often have contact with customers.
•I respect the opinion of our customers.
•I enjoy dealing with customers.
•The customer perspective helps me to develop.
•The existing processes, IT tools and workflows enable me to effectively meet the needs of my clients (internal and/or external).
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•Our company cares about the opinion of customers.
•Customers' opinions are properly respected in our company.
•I am satisfied with the way customers are treated in our company.
•Customers help our company to develop.
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Communication / Feedback
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•I express my opinion (on work-related issues).
•I am open and honest in my day-to-day dealings with colleagues.
•I am sufficiently informed about important things and processes.
•I receive all information that is important for my work.
•I think it makes sense to conduct such a staff survey on a regular basis.
•My tasks and goals are made clear to me.
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•Economic changes are responded to through an equitable human resources strategy.
•I am satisfied with how our company responds to economic changes.
•I see changes in the economic environment as an opportunity.
•I feel that I am sufficiently informed about what is happening in the company.
•I feel well informed about the economic situation of the company.
•The communication within the company is exemplary!
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Innovation / Change processes
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•I think it makes sense to conduct such an employee survey on a regular basis.
•The scope of the employee survey is appropriate.
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•The changes in our company are comprehensible to me.
•I experience the company as a progressive, modern company.
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Promotion /
Further education
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•I can learn something meaningful through my job.
•My job offers fair opportunities for further education.
•I am satisfied with the way I can develop myself through my job.
•Learning something meaningful through my job motivates me.
•My job offers me opportunities for development.
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•The company offers me good training opportunities.
•Overall, I am satisfied with how I can further my education in the company.
•The company offers me good training opportunities.
•The company promotes my development opportunities.
•There are sufficient training and development opportunities for my professional development in our company.
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Fairness /
Reliability
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•I redistribute work/tasks fairly.
•My performance is recognised.
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•I find the management's decisions fair.
•I am paid fairly for my work.
•My work is paid fairly.
•The company offers me a secure job.
•I find the management's decisions understandable.
•I feel that I am treated fairly by my company.
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Commitment /
Engagement
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•When I'm working, I forget about time.
•I am completely absorbed in my work.
•I am enthusiastic about my work.
•My work inspires me.
•I am proud of my work.
•I am full of exuberant energy when I am working.
•When I work, I feel fit and energetic.
•When I get up in the morning, I look forward to my work.
•I am proud to work for my company.
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•The company is perceived as an attractive employer in my private environment.
•I experience that the attractiveness of the company on the labour market is increasing.
•The company's image as an employer helps to recruit and retain the best talent.
•I would recommend the company as an employer to my friends and acquaintances.
•I feel strongly connected to my work.
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Working climate /
Recognition
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•My ideas and suggestions will be taken into account.
•My own ideas and suggestions are taken into account.
•My own ideas and suggestions are valued.
•Overall, I am satisfied with my working conditions.
•When I think of all the achievements and efforts made, I feel that the recognition I have received is appropriate.
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•I am satisfied with the organisational changes in our company.
•The organisational changes in our company spur me on.
•The reputation of my area within the company is good.
•In the company environment, the requirements of a (digital) marketing business are sufficiently supported.
•Overall, the working atmosphere is good.
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Working conditions and Processes
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•I can solve work problems independently.
•I try to find fair solutions to work problems.
•I am satisfied with how I solve problems in my work.
•I solve work problems effectively.
•At my workplace, rooms and room equipment are insufficient.
•I can plan and organise my work myself.
•In my work I am completely absorbed in what I am doing.
•The company is capable of being much better on the market than the competition, even in times of crisis.
•Overall, I am satisfied with my working conditions.
•The equipment at my workplace is good (technology, material, tools).
•The external conditions at my workplace are good (light, air, noise, cleanliness, etc.).
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•The company creates a framework for good performance.
•I am satisfied with the information the intranet provides.
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Work requirements / Health
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Work requirements / Health
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•I plan my work/tasks in advance.
•My work makes high demands on me.
•My work makes reasonable demands on me.
•I am satisfied with the demands made by my work.
•The demands of my work motivate me.
•I am often under time pressure.
•I have too much work.
•There are things in my work that are too complicated.
•There are demands on my ability to concentrate that are too high.
•The frequently repetitive tasks at my work tire me.
•The demands made on my work are often unclear.
•Communication with my clients (patients) is often very difficult.
•My clients (patients) are often rude.
•What I hear about the (life) situation of my clients (patients) is difficult to process.
•I often do not have the necessary information, materials and work equipment (e.g. computer) at my disposal.
•I am constantly interrupted in my actual work, e.g. by the telephone.
•My working conditions are unfavourable (noise, dirt, humidity, temperature).
•My work requires a lot of physical effort.
•My work allows me to take sufficient breaks.
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•I experience that the organisation of our company is changing.
•The employer's health promotion measures are good.
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Employee survey – how do I increase employee engagement in my company?
